TRANSLATION AND EFFECTIVENESS OF A STANDARDIZED TRAINING PROGRAM IN A MULTINATIONAL CORPORATION

Abstract

Problem Multinational companies play a significant role in the globalized economy. In this context, the trade-off between standardization and localization of practices and strategies is an issue that meaningfully influences the success of such companies abroad. This particularly applies to the field of human resource development (HRD). Purpose The purpose of this study was to explore the processes of a HRD measure of an internationally operating cooperation and how it was translated in the local context. Based on Kirkpatrick’s (1994) training evaluation model the effectiveness of the implementation was also elucidated. Methodology A qualitative research design was chosen for this explanatory study to investigate one single case. Thus, 28 semi-structured interviews were conducted with various stakeholders and themes were generated though a deductive analysis. Results The study exemplified that contextual circumstances, individual ideas, and goals of multiple stakeholders affected the transfer of the standardized training program. A deficiency in communication and monitoring facilitated deviations of the original training targets. The results were coherent with the translation theory and supported its utilization in future research. The findings can likely offer valuable recommendations for effective standardized training programs.